Category Papers in Brief
Papers in Brief (XX): Plewnia & Guenther (2018): Mapping the sharing economy for sustainability research
Based on a literature review, a typology for sharing economy activities was developed. This typology can guide sustainability research and inspire business model innovation.
The Cambridge Business Model Innovation Process is a framework to guide organisations’ business model innovation efforts and map the necessary activities and potential challenges involved.
Papers in Brief (XVIII): Täuscher & Abdelkafi (2018): Scalability and Robustness of Business Models for Sustainability: A Simulation Experiment
This paper analyses the scalability of Coursera’s business model. By applying system dynamics simulation modelling this paper presents the first mathematical model of BMfS.
Papers in Brief (XVII): Bohnsack & Pinkse (2017): Value Propositions for Disruptive Technologies – Reconfiguration Tactics in the Case of Electric Vehicles
This article sets out to study how firms innovate value propositions for disruptive technologies and how successful they are in doing so, using the example of electric vehicles.
Papers in Brief (XVI): Schoormann et al. (2016): Sustainability in business models – A literature-based design-science-oriented research agenda
This paper explores how design principles can be applied to current sustainable business model frameworks to support business modelling processes and to enable the building of IT-tools to support BMfS.
Papers in Brief (XV): Dreyer, Lüdeke-Freund, Hamann & Faccer (2017): Upsides and downsides of the sharing economy
Assessing the stakeholder value impacts of sharing economy business models requires distinguishing the many different stakeholders for whom value is created and destroyed, as well as accounting for their particular local contexts.
Papers in Brief (XIV): Yang, Evans, Vladimirova & Rana (2017): Value uncaptured perspective for sustainable business model innovation
Business models have been examined mostly from the perspectives of value proposition, value creation, value delivery, and value capture. This article proposes the concept of “value uncaptured” – value that could be captured but has not yet been captured.